Agenda item

Councillor Yasseen, Cabinet Member for Neighbourhood Working and Cultural Services introduced the ambition for the Cultural Strategy. Looking back over the last ten years the cultural agenda in the broader sense had diminished and it was important to embed this agenda across the Council in a more integrated and cross cutting approach because of the value and potential it brought. The Borough had some amazing things that needed to be well publicised to encourage people to access them and to build people’s pride in Rotherham.

 

Polly Hamilton, Assistant Director Culture, Sport and Tourism, delivered a powerpoint presentation outlining the process for developing a Cultural Strategy.  This supported the report included in the agenda pack.

 

Purpose of the strategy

•              Shape Rotherham’s vision for culture, leisure and green spaces, strengthening the distinctive identity of the Borough.

•              Develop shared principles with which to embed quality, excellence and innovation.

•              Build consensus about priorities for development/investment.

•              Develop joint plans for cross-cutting themes/priorities, such as health and wellbeing, place-making, child-centred borough.

 

Strategic outcomes

•      Economic growth: supporting regeneration, better neighbourhoods and place-making; building talent, educational achievement and skills; growing creative, leisure industries and visitor economy.

•      Social outcomes: strengthening community cohesion, building empathy, reducing isolation, improving quality of life; enabling personal growth.

•      Enhancing health and wellbeing: encouraging physical activity, strengthening emotional resilience and positive mental health.

•      Transforming perceptions: restoring civic pride and rebuilding Rotherham’s reputation.

•      Financial resilience: delivering savings, increasing income from non-Council sources; reducing demands on the public sector.

 

Strategic context

 

National

Department for Culture, Media & Sport

•              The Culture White Paper 2016

Arts Council of England

•              Great Art and Culture for Everyone

Sport England

•      Towards an Active Nation

Creative Industries Federation

•              Industrial Strategy – a Blueprint for Growth

 

Regional

•              Sheffield City Region

•              Northern/People’s Powerhouse

 

Local

•              Rotherham Together Plan

•              Economic Growth Plan

•              Local Development Plan

•              Children & Young People’s Plan

•              Safer Rotherham Partnership Plan

•              Rotherham Health and Wellbeing Strategy

 

Local

Views of Rotherham 2015

•              82% say well-looked after parks & public spaces is a priority

•              75% feel that having local places to go such as museums & parks is important

•              72% valued a good range of things to do for teenagers

•              67% thought a bigger range of low-cost leisure activities is important

•              82% want local businesses to grow and create more jobs

•              91% keen to make sure that older people stay independent

 

“Another likeable aspect of Rotherham is its parks (Clifton Park in particular) and other green open spaces which were mentioned at most roadshows, often with local references. Rural open countryside and country parks were also liked by older people, children, community groups and business leaders, with Wentworth village being mentioned several times as an area of particular local beauty.”

 

I like…”Rotherham’s green spaces, the wildflower verges, country parks, tree

lined streets; and Clifton Park is beautiful” …“hidden amazing things like Wentworth Woodhouse”.

 

“There were a range of views about Rotherham town centre; positive views were directed at the Minster, Minster Gardens and neighbouring areas of the High Street. Those liking the positive aspects of the town centre were young people, council and college staff, and business leaders. Rotherham’s history and heritage were mentioned several times, referencing Wentworth Woodhouse and other historic buildings. Rotherham United and New York Stadium were mentioned positively at most roadshows.”

 

“We need to get back some pride in the town - to hear Rotherham mentioned on national media for good reasons, not bad.”

 

Scope

•              Includes the arts, libraries, events, attractions, play, sport, leisure, parks, green spaces, archives, museums, heritage sites, film and digital media. 

 

Images of people taking part in a range of activities

 

Strategy development process

•              Recruitment to Cultural Partnership Board

•              Commissioned Support on consultation, research, evaluation framework, drafting strategy document, etc.

•              Select Commission Review

•              Officer Working Group

 

RMBC Input

•      Member seminar programme

•      Officer working group

•      Administrative support to Cultural Partnership Board

 

How you can help

•              Challenge - be a critical friend – provide challenge and support

•              Champion - Be an advocate within other forums – ask where culture, sport & tourism can contribute?

•              Connect - Make links between the Cultural Strategy and plans/activities.

•              Seminars

•              Suggest members of the Cultural Partnership Board

 

Next steps

•              Business Growth Board 21^st July 2017

•              Cultural Partnership Board in place by September

•              Working Groups established Sept/October

•              Consultants appointed by October 2017

•              Sub-regional conference January 2018

•              Draft Plan by January 2018, Final Plan published April 2018

 

Discussion on the report and the presentation covered the following issues:-

 

·                    Local authorities involved in the Sheffield City Region – Confirmation to follow.

 

·                    Terms of reference for Cultural Board membership seemed demanding and people would not always be able to commit for long terms – The current version was a draft for discussion based on other partnerships in the Borough and on cultural partnerships elsewhere.  The intention was that people could stay on the Board even if their job role changed as they would not necessarily be there to represent an organisation but rather in relation to the strategic needs of the Borough in terms of culture and bringing a certain area of expertise and a network of contacts.

·                    Support for the refreshed Strategy as it was important for accessing external funding and also the importance of third sector involvement.

·                    Several Members highlighted important cultural assets in their own Wards and popular annual events and festivals across the Borough which raised the profile of Rotherham and attracted people who then spent money.

 

·                    Two areas to improve upon were communication, especially marketing/promotion, and making better use of existing assets.  This would extend to working more in partnership with local businesses who benefit from increased footfall and with the press.

·                    Better promotion of Wentworth Woodhouse. – Funding through the Great Places Scheme for Rotherham and Barnsley Councils for Wentworth Woodhouse and Elsecar would contribute to this including through a destination management plan and opportunities to increase visitors. It had great potential but was also a challenge. A new chief executive has been appointed who could come and discuss future plans.

·                    The information in the report needed to be clearer and fleshed out before going out to the public.

 

·                    No mention of the Local Development Plan, much of which had been approved by the Planning Inspectorate, in the background papers – It should have been referenced but this stage was the process for developing the Strategy rather than the strategy itself. The Strategy would make those references and connections.

 

·                    Maintenance of some assets was a concern – Again this related to links with the voluntary and community sector as the Council would not be able to do everything on its own.  So the challenge would be to develop the partnerships to draw in external funding and to have a revenue plan that ensured sustainability.

 

·                    Importance of a Strategy covering the entire Borough and all the residents, not just Rotherham town centre, and that it linked in with the vast array of activities in place.

 

·                    Scrutiny involvement at an early stage in the process was welcomed but further discussion was needed to clarify the approach.

 

The Officer was thanked for the report and presentation.

 

Resolved:-

 

(1)          That the Commission supported the commissioning of a Cultural Strategy for Rotherham.

 

(2)          That the Commission supported the establishment of a new external partnership to oversee the development of the strategy.

 

(3)  That the Chair discuss future Scrutiny involvement with the Chair of Overview and Scrutiny Management Board.